Practical steps to neuroinclusive hiring and management

We all do things in different ways and, by understanding this, we can create a workplace of acceptance and tolerance.

As organisations increasingly recognise the value of diverse talent, the concept of neuroinclusive workplaces is gaining momentum. But what does this actually mean, and why does it matter for your organisation?

The key distinction: neurodiverse vs neurodivergent

First, it's important to understand the terminology. We are all neurodiverse - everyone has a unique brain with different strengths, challenges, and ways of processing information.

However, about 20% of people are neurodivergent, meaning their brains function differently from the majority, often leading to a diagnosis of autism, ADHD, dyslexia, or other neurological differences.

What makes a workplace neuroinclusive?

A neuroinclusive environment is one in which we can all thrive, no matter how we learn, interact or work best. This can be done through:

Flexible working arrangements that accommodate different needs
Clear communication processes that work for everyone
Recruitment practices that don't inadvertently exclude particular candidates
Management approaches that recognise different working styles

To explore these concepts further, we spoke with Mel Francis, founder of Neuroinclusive HR, whose personal and professional experience offers valuable insights.

Common misconceptions about neurodiversity

The conversation revealed some persistent misconceptions about neurodiversity in the workplace:

Neurodiversity is often equated only with autism: Francis noted that while autism receives significant attention, other conditions like dyslexia, dyspraxia, and dyscalculia are much more prevalent but less discussed.

Labels are assumed to tell the full story: “If you’ve met one person with autism, you’ve met one person with autism,” Francis said. Each neurodivergent person has unique strengths and challenges that can’t be reduced to stereotypes.

Recruitment processes are often unintentionally exclusive: Many organisations create unnecessary barriers through rigid recruitment structures and assessment methods that don’t reflect job requirements.

Accommodations are seen as special treatment: Many adjustments that benefit neurodivergent employees actually improve working conditions for everyone. Not only that, but it’s important to note that making adjustments for anyone at work who needs it - whether it be down to a physical disability or neurodiversity - is not special treatment, it is a requirement.

Practical steps for creating a neuroinclusive workplace

1. Reimagine your recruitment process

Rather than sticking to traditional methods, consider:

Simplifying job descriptions to focus on essential skills
Sharing interview questions in advance
Creating practical assessments that genuinely reflect job requirements
Offering multiple formats for information

“If you’re looking to recruit someone to be a driver, a competency-based interview is not going to tell you how good a driver they are, but having a practical driving session will,” said Francis.

2. Improve the employee experience

For existing employees, simple adjustments can make a significant difference:

Creating a dictionary of acronyms used within the organisation
Sending meeting agendas in advance
Setting clear deadlines for projects
Providing information in multiple formats
Offering flexibility in work environments

These changes don’t require significant investment but can dramatically improve the experience for neurodivergent employees.

3. Train leadership and build awareness

Seven out of ten (72%) neurodivergent employees won’t disclose their neurodivergence at work because they fear negative impacts on their career. This highlights the crucial need for:

Training HR professionals and managers
Creating neurodiversity champions within the organisation
Building psychological safety so employees feel comfortable requesting accommodations

Next steps for HR professionals

The Covid-19 pandemic accelerated many positive changes for neurodivergent employees, particularly through remote and hybrid working options. These arrangements allow people to work in environments where they can thrive, reducing sensory overload and unnecessary commuting stress.

However, there is a concern about the recent trend of organisations mandating returns to the office. We must consider how physical workplaces can accommodate different needs, including:

Creating quiet spaces alongside open-plan areas
Allowing genuinely flexible working hours
Supporting the use of headphones or other concentration tools
Giving options for camera-off participation in video meetings

For those looking to begin their neurodiversity journey, we can also begin to:

Explore resources available through Neurodiversity Celebration Week
Engage with neurodiversity champions and experts
Understand legal requirements under the Equality Act

Why this conversation matters

With approximately 20% of the population being neurodivergent, we all likely employ or work with neurodivergent individuals. Creating environments where these employees can thrive isn’t just about compliance - it’s about unlocking human potential and building more innovative, productive workplaces.

“Understanding that we’re all different and we all do things in different ways means that we can really create an environment of acceptance and tolerance of the different ways in which we want to work,” said Francis.

To hear the complete conversation, including Francis’s recommendations for further resources on creating neuroinclusive workplaces, listen to Episode 27 of A Case of the Mondays podcast on Spotify, Apple or your streaming platform of choice.